 | Outlook by Issue: 2002, Number 2, Outlook Journal | "Supply chain management, long regarded as necessary drudgery,
has become a strategic opportunity" | | | Foreword
The Long View: From Big Ideas to
Big Results
Foreword by Joe Forehand, Chairman & CEO
of Accenture
From the Editor's Desk: Timely
Transformation
Note from the Editor-in-Chief of
Outlook, David Cudaback.
| | | Features
Knowledge
Management: Leading With an Invisible Hand
Adam Smith's
ideas about the competitive marketplace can work inside companies as well.
Internal electronic markets can convert the widely dispersed knowledge,
preferences and beliefs of people within an organization into decisions that
can improve resource allocation, predictive abilities—and the bottom line.
Supply Chain
Management: Why Less Is More
Today's global business
opportunities require nimble, sophisticated and global supply chains. And that
often means innovative, strategic partnerships with third-party specialists
that can provide critical supply chain capabilities more efficiently and more
effectively.
Customer Relationship Management: Toward a
Customer Meritocracy
Most companies need to rethink
their basic assumptions about how sales and service programs are designed,
funded and managed. And as they transform customer care, their mantra must be:
All customers are not created equal.
Technology: How Web Services Will Redefine
the Service Economy
By allowing computer applications to
talk directly to one another, web services are about to change the way business
operates and, even more important, the very meaning of service.
Enterprise Solutions:
Get With the Program
According to new research,
companies capture the most value from their enterprise solutions by adopting
ongoing programs that continually integrate, optimize and extend their systems.
Mergers & Acquisitions:
Avoiding the Perils of Traditional Due Diligence
Checking too quickly and focusing too narrowly can be a recipe for disaster.
Successful acquirers take a different approach: the disciplined prioritization
and organization of a number of fundamental—but often neglected—principles.
Call it strategic due diligence.
Human Performance: The Subtle Power
of Virtual Collaboration
By using a whole battery of
new technologies, companies have found ways for their people to work together
on essential tasks while essentially staying put. Sure, the savings can be
dramatic. But before you abandon direct interpersonal interaction altogether,
you need to ask yourself some fundamental questions.
Human Performance
II: Workspace Portals: Desktops of the Future
Once used
primarily as communication and knowledge management tools, portals can now
transform workforce performance and link that performance to business value.
Finance &
Performance Management: Taking Advantage of a Downturn
Sometimes the most difficult economic circumstances provide the
best opportunities. Just ask those companies that remained focused on
shareholder value throughout the last slowdown.
Leadership:
Called to Serve
As the nonprofit sector grows and
organizations become increasingly complex, more and more executives are being
invited to lend their skills as board members. Here are eight principles for
effective governance that can help a broad range of nonprofit groups be more
successful.
| | | Perspective
Interview: Have
You Bought Your Dog a Mobile Yet?
Interview with Keiji
Tachikawa, President & CEO of NTT DoCoMo
Interview: Doing Well by Doing
Good
Interview with Ewald Kist, Chairman of ING
On the Edge: Why Did
the Scientist Cross the Road?
by Glover T. Ferguson,
Chief Scientist, Accenture
| | | Case Study
Electronics & High Tech:
A bold makeover at Siemens
Under pressure from the
investment community, the electronics and engineering giant responded with a
sweeping overhaul of its financial information and reporting systems, plus a
listing on the New York Stock Exchange—all in just 24 months.
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